In Clan Culture, the working atmosphere is amiable. There are commonalities among the people and the entire organisation is equivalent to a large family. The leaders seem a fatherly figure, while royalty and tradition hold the organisation together. The sense of unity binds the organisation together. There is strong peer pressure.
The leader here is a team builder and facilitator. The values that drive the organisation are development, communication and commitment. Various theories, like participation and human resource development, prove effective. The leader uses strategies to lie open communication, HRD, empowerment etc to improve the quality.
In Adhocracy culture, the working environment is creative and dynamic. The leaders are innovative, whereas the individuals take risks. The culture supports innovations and experiments and the future goal is to create resources and grow. The invention of new services or products is considered as a success. Thus, this organisational culture promotes freedom and initiation within the organisation.
Here, the leader is an entrepreneur and visionary. The drivers are agility, transformation and innovative outputs. The measures to improve quality include creating different standards and evolving continuously to find creative solutions.
Market Culture organisational structure focuses on results and getting outputs and finishing the work. Here, employees are focussed on the outcomes and are competitive. Leaders are rivals, producers and hard drivers along with being tough. They have high expectations from the individuals. Success, win and reputation is the primary objective in such culture. The sense of winning binds the organisation together.
Here, the leader is a competitive and hard driver. Profitability, goal achievement and market share are the values that drive the organisation. Effectiveness is achieving by motivating the employees to focus on the goals and customers. The creation makes improvements of the external partnership, involving suppliers and customers, measurement of preference of the client etc.
Hierarchy Culture is the most formalised organisational culture. Some procedures define the behaviour and work of individuals. Leader focus only on coordination that results into efficiency. The formal policies and rules bind the organisation together. Success is defined with the low cost arising out of smooth planning. It is also known as bureaucratic culture.
Here, the leader is a coordinator, organiser and a monitor. The key value drives are uniformity, dependability, timeliness and effectiveness. Effectiveness is achieved with control. The leader uses the following strategies to increase the quality of detection of errors, process control, quality tools, systematic problem-solving.